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Tuesday, 26 January 2016

Where's change management?

Whilst searching for "top 10 skills for 2020" other lists emerged, not unsurprisingly suggesting other skills may also be important. I particularly liked this list from Top 10 online colleges

A believe a common enabler to implementing these skills has been omitted from both of these lists, and other's I visited, and that is managing change.

That is sustained change, required to develop and use these new skills, is only possible if hearts and mind's are engaged and that doesn't just happen. It requires that we be motivated to make the changes and, as I said yesterday, that requires that people be inspired - inside and out.

So before you start developing these skills, or recruiting for this *new* skill set, do make sure you understand how change will be embraced by these individuals, and how it will be managed and inspired going forward.

I'm attending #MentalHealthAtWork in Glasgow tomorrow, and was reminded by the notes from the last conference that 'reaction to change' is a major cause of stress. So too excessive demands, ineffective relationships and lack of: clarity on roles, control, and support. It's interesting, or perhaps I should say disturbing therefore, that skills to manage these didn't more significantly make it into the top 10!

What skills do you think will be in the top 10 for 2020, and where do you think change management (or even stress management) fits in?

I've written other blogs on the enablers for team working, supplier management and category management because learning what to do differently, just as for any of the skills above, won't happen unless the enablers are in place. No surprise that change management was included - so too many behaviours that would reduce the stressors mentioned in the last #MentalHealthAtWork conference. I'll be writing a blog following this year's conference - so watch this space.

Alison Smith

The Purchasing Coach

Global procurement and business speaker, coach, consultant, facilitator, and trainer using unconventional tools (and a few conventional ones) to support individuals, procurement and organisations to break out of their comfort zones.

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“Alison has a strong passion and energy for what she does which was demonstrated in her ability to run an innovative session for my team, (using a number of unconventional tools), that identified what was holding us back from being a high performing team. This ability, when coupled with her capability to bring fun into the session, was a powerful tool for helping my team realise their full potential.”

"Alison brings a unique blend of effective facilitation skills together with an in depth understanding of the corporate world. This enable her to subtly lead executives through the frameworks for change process (one of the unconventional tools she uses) that eliminates the barriers to moving forward and enables both individuals and teams to find the right track to improve performance, results and personal well being. I can highly recommend Alison to leaders who are looking for, and are prepared to explore something that is different but is so very effective.”